Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Structural Deficit
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↓
Overall
36
Score
Governance
55
Score
Financial
5
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 7.5% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 5.7% | 40 | Fragile | Decline Risk | |
| 2021 | — | — | 5.8% | 50 | Fragile | Recovery | |
| 2020 | — | — | 6.5% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 38 | Fragile | Recovery | |
| 2018 | — | — | 4.8% | 37 | Financially Distressed | Recovery | |
| 2017 | — | — | 4.8% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 4.2% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 4.1% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 5.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 4.9% | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN R REID | Executive Director | Hidden | ||
| TRISH BLOCK | Board Member | — | ||
| LESLIE COBER | Board Member | — | ||
| CHRIS GARCIA | Board Member | — | ||
| RAMSEY GOODRICH | Board Member | — | ||
| LOU HEUMANN | Board Member | — | ||
| CHAD LABONTE | Board Member | — | ||
| RYAN MORAN | Board Member | — | ||
| EDWARD ORENSTEIN | Board Member | — | ||
| MICHAEL SMITH | Board Member | — | ||
| BILL SONDHEIM | Board Member | — | ||
| JAMES WACKERMAN | Board Member | — | ||
| FRANK POMER | CHAIRMAN | — | ||
| MICHAEL MITRI | VICE CHAIRMAN | — | ||
| PETE BURNS | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN R REID | PRODUCING EXECUTIVE DIRECT | Hidden | ||
| TRISH BLOCK | Board Member | — | ||
| LESLIE COBER | Board Member | — | ||
| CHRIS GARCIA | Board Member | — | ||
| RAMSEY GOODRICH | Board Member | — | ||
| LOU HEUMANN | Board Member | — | ||
| CHAD LABONTE | Board Member | — | ||
| RYAN MORAN | Board Member | — | ||
| EDWARD ORENSTEIN | Board Member | — | ||
| MICHAEL SMITH | Board Member | — | ||
| BILL SONDHEIM | Board Member | — | ||
| JAMES WACKERMAN | Board Member | — | ||
| FRANK POMER | CHAIRMAN | — | ||
| MICHAEL MITRI | VICE CHAIRMAN | — | ||
| PETE BURNS | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN REID | PRODUCING EXECUTIVE DIRECT | Hidden | ||
| ALLISON ZIERING WALMARK | Board Member | — | ||
| BILL SONDHEIM | Board Member | — | ||
| BRAD PURCELL | Board Member | — | ||
| CARTER WEIL | Board Member | — | ||
| CHAD LABONTE | Board Member | — | ||
| CHRIS GARCIA | Board Member | — | ||
| EDWARD ORENSTEIN | VICE CHAIRMAN | — | ||
| JAMES WACKERMAN | Board Member | — | ||
| JAMIE ORVIS | Board Member | — | ||
| LESLIE COBER GENTRY | Board Member | — | ||
| MICHAEL MITRI | Board Member | — | ||
| MICHELLE QUINN | Board Member | — | ||
| PETE BURNS | Board Member | — | ||
| RYAN MORAN | Board Member | — | ||
| SETH COOPER | Board Member | — | ||
| TRISH BLOCK | Board Member | — | ||
| CHARLIE MACDONALD | Secretary | — | ||
| FRANK POMER | Treasurer | — | ||
| LOU HEUMANN | Board President | — | ||
| MATT REBOLD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN REID | PRODUCING EXECUTIVE DIRECT | Hidden | ||
| ALLISON ZIERING WALMARK | Board Member | — | ||
| BILL SONDHEIM | Board Member | — | ||
| BRAD PURCELL | Board Member | — | ||
| CHRIS GARCIA | Board Member | — | ||
| TRISH BLOCK | Board Member | — | ||
| CHAD LABONTE | Board Member | — | ||
| JAMES WACKERMAN | Board Member | — | ||
| LESLIE COBER GENTRY | Board Member | — | ||
| EDWARD ORENSTEIN | VICE CHAIRMAN | — | ||
| MICHAEL MITRI | Board Member | — | ||
| MICHELLE QUINN | Board Member | — | ||
| PETE BURNS | Board Member | — | ||
| RYAN MORAN | Board Member | — | ||
| CARTER WEIL | Board Member | — | ||
| SETH COOPER | Board Member | — | ||
| JAMIE ORVIS | Board Member | — | ||
| LOU HEUMANN | Board President | — | ||
| MATT REBOLD | Board Member | — | ||
| FRANK POMER | Treasurer | — | ||
| CHARLIE MACDONALD | Secretary | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
36 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in CT with NTEE prefix A6.
Most-divergent component: financial score sits 34 points below the peer median (5 vs. 39).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
What's driving this score
- Comp-to-revenue ratio of 7.5% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.